1. OPSM 639, C. Akkan1 Defining Risk Risk is –the undesirable events, their chances of occurring and their consequences. Some risk can be identified before the project starts, whereas some others cannot be imagined. Risks can have negative effect on the main objectives of the project: –cost, schedule and performance (quality)

2. OPSM 639, C. Akkan2 Risk Planning Risk Planning involves –Identification of risks. –Analysis and assessment of risks. –Contingency planning. One advantage of risk planning: –Helps project manager to take risks when there is a potential advantage.

3. OPSM 639, C. Akkan3 Risk Information For each risk the following information must be developed –The event forming the risk. –All outcomes of the event. –The magnitude (severity) of the event’s impact. –Probability of the event occurring. –The time(s) at which the event might occur.

4. OPSM 639, C. Akkan4 Risk Information Example: –Activity ‘A’ might take twice as long., –Outcomes: project delayed, cost increased, a critical resource will be overburdened for some time. –Magnitudes: delay could be anywhere between 5% to 10% of total planned project duration. Total project cost can go up by 4%. –Chances: 10% probability estimated.

5. OPSM 639, C. Akkan5 Managing Risk – Identification of Risks Identification of risks: –The entire management team should be involved. –First focus on macro risks that might affect the entire project. Some useful questions: Are the core competencies of the firm adequate for the challenges of the project? What is the degree of novelty in the project? Which one is the biggest risk: cost, time or performance? –After the macro risks, more specific risks can be identified using the WBS. –Risks can be classified based on their source External and internal risks

6. OPSM 639, C. Akkan6 Risk Analysis and Assessment Risk analysis attempts to quantify the severity of the impact of an identified risk event. By doing risk analysis, you can select potential risk events that need attention because there is a high chance of occurrence and/or large impact. Developing a “Risk Assessment Matrix” is a useful first step.

7. OPSM 639, C. Akkan7 Risk Analysis and Assessment Risk assessment matrix for “switching to a new e- mail software. Assessments could either be subjective or quantitative.

8. OPSM 639, C. Akkan8 Semi-quantitative Scenario Analysis Obtain three estimates (the team members must be 90% confident that the three estimates will be accurate): –Baseline duration: there is 50% chance of project being complete in this time. –Best-case duration: there is 10% chance of project being complete in this time. –Worst-case duration: there is 90% chance of project being complete in this time. Once the three estimates are made, it would be very useful to –Graph the three schedules –Document time estimates, costs and assumptions

9. OPSM 639, C. Akkan9 Probabilistic Risk Analysis Techniques Decision trees to assess alternative courses of action, using expected value criterion. –Covered in OPSM 632 Management Science Monte Carlo simulation –Covered in OPSM 633 Business Simulation –Some applications: NPV calculations with statistical variations. PERT simulation to identify project schedule risk.

10. OPSM 639, C. Akkan10 Sensitivity Analysis Sensitivity Analysis: –Main idea: see the effect of changing values for project parameters on the outcomes. –For example: Effect of changing project durations on total project time. Effect of changing certain cost categories (or variables that affect cost) on total project cost. –Easily done by Monte Carlo simulation.

11. OPSM 639, C. Akkan11 Establishing Contingency Reserves Because plans seldom materialize as estimated, it is common practice to have a contingency funds. –These should be agreed upon before the project starts. The amount typically depends on the uncertainty and risk of schedule and cost estimates. –A low risk project might have a contingency reserve of 1 to 2% of the total cost. –This percentage might be up to 20% in high risk projects.

12. OPSM 639, C. Akkan12 Responding to Risk After a risk is identified and assessed there are four types of actions: –Reduce risk: In software development parallel innovation processes are used in case one fails. –Transfer risk Passing risk to another party (almost always results in paying a premium). Examples:fixed price contracts; insurance.

13. OPSM 639, C. Akkan13 Responding to Risk –Retain risk Some very large risks (e.g. earthquake) cannot be reduced or retained. The chances are quite lowç so you accept it. Sometimes you accept the risk and place a budget reserve for it, in case it materializes. Sometimes you just ignore the risk. –Share risk Allocate portions of risk to different parties. Example: Airbus R&D is done by several countries.

14. OPSM 639, C. Akkan14 Responding to Risk Contingency planning –Without a contingency plan, a manager cannot react to a risk event quickly. This results in Panic Crisis mismanagement Acceptance of first solution suggested. Conditions for activating (or triggering) a contingency plan must be decided and documented.

15. OPSM 639, C. Akkan15 Responding to Risk Risk response matrix Use a supplier with a warranty Experiment with a prototype

16. OPSM 639, C. Akkan16 Managing Risk – Schedule Risks Use of slack –Recall that total slack is shared by multiple activities. –A manager should not use the slack available for his activity irresponsibly. It may be needed by activities later on the path. –Managing slack can reduce schedule risks! Incentive systems to report early completion of activities?

17. OPSM 639, C. Akkan17 Managing Risk – Schedule Risks Problem with imposed deadlines –Since imposed by upper management, typically too tight for the normal activity durations. –Results in increased cost, higher probability of being late. –Fundamental question: Are these deadlines due to poor planning or are they really necessary?

18. OPSM 639, C. Akkan18 Managing Risk – Schedule Risks Compressed project schedule –Increases the number of critical paths. –The more the number of critical (or near critical) paths, the higher the chance of a late project. Much harder to manager and control a large number of critical activities.

19. OPSM 639, C. Akkan19 Managing Risk – Cost Risks Most cost risks are due to errors in schedule and technical estimates. Other issues: exchange rate and inflation risks. An objective of minimizing net present value of costs would make a late-start schedule more attractive. –This would reduce slacks and increase schedule risks.

20. OPSM 639, C. Akkan20 Example: Cost Risk Analysis File: CostEstimating.xls Using Excel’s Data-Subtotal functionality, which creates an outline automatically. @RISK for performing simulation.

21. OPSM 639, C. Akkan21 Example: Cost Risk Analysis Some questions: –Will the contingency funds be enough? –What is the expected cost of the project? Minimum $69,361,820.00 Maximum $82,174,300.00 Mean $74,655,740.00 Std Dev $2,570,983.00

22. OPSM 639, C. Akkan22 Example: Cost Risk Analysis To which cost component is the total project cost most sensitive? –In other words, how much of the variance in total project cost is due to variance of cost components.

23. OPSM 639, C. Akkan23 Example: Schedule Risk Analysis Filename: CriticalPath.xls We will determine the probability distribution for the project duration and probability of each activity being on the critical path for the following project network.

24. OPSM 639, C. Akkan24 Example: Schedule Risk Analysis

25. OPSM 639, C. Akkan25 Example: Schedule Risk Analysis

26. OPSM 639, C. Akkan26 Example: Schedule Risk Analysis The yellow line gives the estimated probability of each activity being on the critical path.